Research and Development Strategy 2022-2024 - ACH Group

Research and Development Strategy 2022–2024

Through a strong commitment to being evidence-based and data-informed, we drive the conversations that help us shape the way we re-imagine our tomorrow, including developing new models, technology and innovation to meet the changing needs of our customers.

Overview 5

The space we play in

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Where we are coming from

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Where we are going

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Capabilities, instruments, policies and processes

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Ethics procedure review

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Good Lives alignment

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Research and Development (R&D) Framework

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Strategic Research Priorities – Consultation

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Strategic Priority Areas

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Strategic Functions

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Strategic Priority Areas and functions

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ACH Group’s role in research projects

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Research approval pipeline

The space we play in

Thought leadership

Market research and scans

Aged care reform and advocacy

Translation of research

Embedding capabilities

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Where we are coming from 2020–2021 Achievements so far

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Definition of the ACH Group Research & Development Framework

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19 collaborative projects and several peer-reviewed research publications

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Development of extensive research networks and internal/external business partnerships

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Creation of internal capacity, capabilities and instruments

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Creation of a R&D Project Database with information on funding, partnerships, value, and operations

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Revision of internal policies and processes

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Development of reporting/communication mechanisms to provide ‘dashboard’ visibility

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Definition of ACH Group’s role and the role of its partners in research collaborations

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Consultation with leaders across ACH Group and definition of seven strategic research priority areas

Where we are going 2022–2024 ACH Group will proactively establish research priorities, scope opportunities, and develop collaborations which will contribute to shape the way we re-imagine our tomorrow.

1. Assist ACH Group to become the recognised leading aged care service provider for engagement in research and translation of evidence-based practice 2. Strengthen and further develop ACH Group’s commitment to evidence-based approaches in customer care 3. Strengthen and further develop ACH Group’s internal and external partnerships 4. Strengthen internal and external understanding in what, why and how we engage in research activities

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Capabilities, instruments, policies and processes People •

GM Service Design

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Research and Innovation Lead

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CCQSR Committee

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Key business contacts (e.g., Hof)

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Legal team

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External research partners

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External human ethics committees

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Research participants

Systems and processes

Service Design Research & Development

Database & Reporting

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Grant application process

Procedures

R&D Framework

Research Planning

Research Projects

Ethics procedure review •

Opportunity to fine-tune and strengthen ACH Group’s ethics procedures, including assessing, approving, commencing, tracking and closing projects.

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Review of key documents and processes

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Good Lives alignment / integration of Good Lives Scorecard

Ethics & Research

Ethics Approval Review

Research & Ethics Approval Procedure

Research Project Approval Application

Research Study Consent

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Good Lives alignment •

‘Embedding Good Lives’ in research and development activities

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Research project approvals identified as a key decision points

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Research and ethics approval documents updated with Good Lives Scorecard: -

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Ethics Approval Review Form Research and Ethics Approval Procedure Research Project Approval Application Form

Research and Development (R&D) Framework Objective Good Lives

R&D Streams and Interests Connected Communities

- Reablement - Roles - Right Relationships - Real experiences

B2B models Wellbeing and resilience

Clinical Capacity Translated evidence-based care - Healthy ageing - Dementia - High care - Palliative care

Workforce Development Career pathways Future workforce

New models of care

COMMERCIALITY TECHNOLOGY-ENABLED ADVANCEMENTS ORGANISATIONAL CAPACITY

Research and Development Investment

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Strategic Research Priorities – Consultation •

35 ACH Group leaders invited to a consultation to ensure we appreciate the breadth of interests, needs and aspirations across the organisation that can be addressed through research.

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Their input informed the establishment of 7 priority areas and 5 strategic functions, which will guide the way we will scope opportunities and develop research and development collaborations

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Consultation was conducted through one-on-one meetings with (face-to-face and online) and written submissions from eight Head of and one manager representing: -

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Health and Wellness Home Care Clinical Social Residential Hospitality People and Culture Digital Operations Business Development

Strategic Priority Areas

1 2

Evidence-based care (CL; WD) • • • • • • • • •

CC: Connected Communities CL: Clinical Capacity WD: Workforce Development

Workforce (WD) •

• •

3 4

Research translation Palliative care Dementia Quality of Life Care and diversity Trauma-informed care Dimensions of health and wellbeing Innovative models of care Innovative methodologies and methods

R&D Streams /Interests

Workforce attraction - Perceptions of aged care - Improved pathways Workforce retention - Optimisation opportunities Training and development - Capabilities/competencies - Commercial literacy

Impact evaluation (CC; CL; WD) •

Health & Wellbeing, HCP, Residential services

Housing and built environment (CC; CL) • •

Housing for ageing well Innovative accommodation and care models

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5 6 7 14

Food provision (CL; WD) • • • • •

Food and resident wellbeing Consumer-informed food provision Nutrition Innovative/new models Dining experiences

Psycho-social wellbeing (CC; CL; WD) • • • • • • • • • •

Social participation/engagement in men Intergenerational connections Loneliness, social isolation and social connectedness Motivation and goals Relations with others Meaningful/productive activity (paid/unpaid) Roles Service models for Engagement With Life Adapted sport/recreation Families and carers

Tech-enabled innovation (CC; CL; WD) • • • •

Digital health and devices Augmented Reality Digitally connected workforce All ages-friendly sensory deprivation tank

Strategic Functions Through consultation, we identified five key functions that can be enhanced through a strategic approach to research

Organisational proactivity • Proactive scoping • Ongoing engagement • Consultation

Business partnering • • • • •

Our strengths Sense-making Data structuring Social work Partnership opportunities

Communication of research impact • Marketing and communication • Reporting

External partnerships • • • •

Universities Research institutes Public sector Private and NFP sectors

Commerciality • Business partnerships • IP • Sustainable financial models

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Strategic Priority Areas and functions* R&D Streams and Interests Connected Communities B2B models Wellbeing and resilience

Clinical Capacity Translated evidence-based care - Healthy ageing - Dementia - High care - Palliative care

Workforce Development Career pathways Future workforce

New models of care

COMMERCIALITY TECHNOLOGY-ENABLED ADVANCEMENTS ORGANISATIONAL CAPACITY

Strategic Priority Areas 1.

2.

3.

4.

5.

6.

7.

Evidence-based care Workforce Impact evaluation Housing and built environment Food provision Psycho-social wellbeing Technology-enabled innovation

Strategic Functions • • • • •

Organisational proactivity Business partnering Communication of research impact External partnerships Commerciality

*To be reviewed in 2025

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ACH Group’s role in research projects ACH Group as the leading organisation

ACH Group as a partner organisation

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Identify opportunities

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Scope opportunities, partnership and roles

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Lead application process

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Lead project

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Identify R&D priorities

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Communicate R&D priorities to partner (e.g. research inst.)

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Provide partner with internal lead person

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Collaborate with partners as required

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Research approval pipeline Application is submitted CCQSR ProposalApproval is discussed with ACHG Researchto Lead for strategic including human externaland HREC ethicsresources approval implications alignment, timeframe, financial Approval from General Manager of relevant area is secured A key business partner is identified to oversee the operational aspects of the project Project is recorded and tracked on R&D Database MOU/research agreement is developed Progress reports are provided quarterly to Manager Service Design Final research report is provided to General Manager Service Design Participants are provided with a summary of the research results

Research Lead remains responsible for the general oversight of the project in partnership with key business partner

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This strategy will provide structure and guidance to ACH Group and its research partners in identifying, scoping and pursuing research and development opportunities, developing synergies and undertaking projects in a proactive, deliberate sustainable way

ACH Group is a not-for-profit community organisation promoting opportunities and services to support good lives for older people since 1952.

Let’s talk 1300 22 44 77

Visit achgroup.org.au 05/22